Andrea Assi
Nour Haddad
Sahar Nifnaks
Andrea Assi
Nour Haddad
Sahar Nifnaks
​​In order to establish and promote the identity brand of Emirates Airlines and Etihad Airways in two periods across the future era, we have to implement cultural branding strategies explored and discussed by Douglas Holt in “How Brands Become Icons: The Principles of Cultural Branding” (2004). Holt suggests that too often advertisers rely on the use of traditional mind-share principles and brand attributes when it comes to selling to a customer. However, he reveals an alternative; a cultural branding strategy that focuses on building relevant “identity myths” that are formed through the deep analysis and understanding of ideologies, populist worlds, and consumer anxieties. Holt defines cultural branding as the “set of axioms and strategic principles that guide the building of brands into cultural icons”. This formula of cultural branding principles has led to the mass success of iconic brands.
We will be creating an identity myth chart for the two potential periods in the future era of Etisalat and Du branding. The first step is to identify the appropriate ideologies along with their contradictions for each period. By analyzing the potential social, political, and economical issues that could arise in the future while keeping in mind the understanding from previous research conducted in the past and present era we have developed, we were able to create four myth markets (two myths per period) in order to address the anxieties, desires, and needs.
​​In order to establish and promote the identity brand of Emirates Airlines and Etihad Airways in two periods across the future era, we have to implement cultural branding strategies explored and discussed by Douglas Holt in “How Brands Become Icons: The Principles of Cultural Branding” (2004). Holt suggests that too often advertisers rely on the use of traditional mind-share principles and brand attributes when it comes to selling to a customer. However, he reveals an alternative; a cultural branding strategy that focuses on building relevant “identity myths” that are formed through the deep analysis and understanding of ideologies, populist worlds, and consumer anxieties. Holt defines cultural branding as the “set of axioms and strategic principles that guide the building of brands into cultural icons”. This formula of cultural branding principles has led to the mass success of iconic brands.
We will be creating an identity myth chart for the two potential periods in the future era of Etisalat and Du branding. The first step is to identify the appropriate ideologies along with their contradictions for each period. By analyzing the potential social, political, and economical issues that could arise in the future while keeping in mind the understanding from previous research conducted in the past and present era we have developed, we were able to create four myth markets (two myths per period) in order to address the anxieties, desires, and needs.
Summary
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Although Advertising has been proved to be a beneficial tool in the announcement and promotion of products and services, it is now understood that, in relation to the Vintage Era of Etisalat and Du (from 1980 to 2010), there are various issues that must be addressed. Firstly, environmental catastrophes from all over the globe occurred, including electronic waste, thus negatively impacting the Earth and its inhabitants. Considering such disadvantages, Etisalat and Du systematically ordered a recycling campaign (which was an advertising scheme as well) for the betterment of the environment. Secondly, key political and economic issues occurred during this era. For example, as Iraq invaded Iran and the Financial Crisis struck, Etisalat and Du retaliated by offering free satellite services for both countries to help out the people that were displaced during the war. Thirdly, as technology advanced, telecommunication was made accessible to all; however, awareness lacked. Therefore, Etisalat and Du took this opportunity to advertise, spreading knowledge on the use of camera phones. Moreover, another issue that Etisalat and Du tackled is the social dilemma: a lack of national identity. Thus, the company implemented Emiratization and promoted the national language of the United Arab Emirates, Arabic. Further, the cultural issue of the World Cup, for instance, was solved. Intercultural exchange at such an event was improved through unique telecommunication advertisements that bridged the gap between two or more interest groups.